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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 1ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
DISC Self and Motivators
A Dual Evaluation of Behavioral & Motivational Styles
Report For: Susana Costa Grácio
Focus: Work
Date: 7/12/2018
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 2ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Table of Contents
Introduction to the DISC & Motivators Combined Report ............................................................................................3
PART I Understanding DISC & MOTIVATORS
DISC................................................................................................................................................................................4
Motivators .....................................................................................................................................................................6
PART II Understanding Yourself
DISC & Motivators Graphs .............................................................................................................................................7
DISC General Characteristics & Combined Behavioral Style..........................................................................................8
Word Sketch: Adapted & Natural Style .......................................................................................................................10
Your Personalized Graphs............................................................................................................................................12
Your Behavioral Pattern View......................................................................................................................................13
Communication Tips for Others...................................................................................................................................14
Wants and Needs.........................................................................................................................................................15
What You Bring to the Organization............................................................................................................................16
Your Behavior and Needs Under Stress.......................................................................................................................17
Potential Areas for Improvement................................................................................................................................18
The 12 Integrated DISC Styles Relationships ...............................................................................................................19
Summary of Your DISC Style ........................................................................................................................................23
Your Motivators...........................................................................................................................................................24
Motivator Word Matrix ..............................................................................................................................................25
Motivators Dimensions................................................................................................................................................26
Summary of Your Motivators ......................................................................................................................................33
PART III Understanding Others and Adaptability
DISC Adaptability .........................................................................................................................................................34
Motivators Adaptability...............................................................................................................................................35
Communicating with the DISCStyles............................................................................................................................36
To Modify Directness and Openness, Pace and Priority..............................................................................................38
Adapting in Different Situations ..................................................................................................................................40
A Deeper Look at the Four DISCStyles .........................................................................................................................40
DISC Application Activities...........................................................................................................................................44
Motivators Application Activities ................................................................................................................................48
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 3ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Introduction to the DISC & Motivators Combined Report
Research shows that the most successful people share the common trait of self-awareness.
They’re able to more quickly recognize situations that will make them more successful. With
this personalized and comprehensive DISC and Motivators combined report, you have tools to
help you become a better you.
Please Note: Any behavioral descriptions mentioned in this report are only tendencies for your
style group and may or may not specifically apply to you personally.
Remember:
DISC measures observable behavior and emotion.
Motivators shows the values that drive our behavior and emotion.
When our DISC and MOTIVATORS are in alignment, we have personal
synergy. When our DISC and MOTIVATORS are not in alignment, we
experience personal conflict or tension.
How to Use This Report
With this personalized and comprehensive DISC and Motivators combined report, you have
tools to help you become a better you. The report is divided into 3 parts:
Part I focuses on understanding each of the DISC styles through identifying
characteristics, including the tendencies of each behavioral style. It also introduces the 7
Motivators that drive our behaviors and the definitions of each
Part II reveals what makes you unique, through greater understanding of your own
behavioral tendencies and blend of motivators.
Part III explores adaptability and offers actionable recommendations for you and others
who interact with you, helping you use this information as effectively as possible for
immediate results.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 4ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
PART I - UNDERSTANDING DISC & MOTIVATORS
DISC STYLES
DISC is a simple, practical, easy to remember and universally applicable model. It focuses on
individual patterns of external, observable behaviors and measures the intensity of
characteristics using scales of directness and openness for each of the four styles:
Dominance, Influence, Steadiness, and Conscientious.
Using the DISC model, it is easy to identify and understand our own style, recognize and
cognitively adapt to different styles, and develop a process to communicate more effectively
with others. As you begin to explore the DISC styles and see them in your own life and in your
relationships, keep in mind the following:
BEHAVIOR DESCRIPTORS OF EACH STYLE
DOMINANCE INFLUENCE STEADINESS CONSCIENTIOUS
Decisive Charming Understanding Accurate
Competitive Confident Friendly Precise
Daring Convincing Good Listener Analytical
Direct Enthusiastic Patient Compliant
Innovative Inspiring Relaxed Courteous
Persistent Optimistic Sincere Diplomatic
Adventurous Persuasive Stable Detailed
Problem Solver Sociable Steady Fact Finder
Results Oriented Trusting Team Player Objective
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PACE AND PRIORITY: Two main sources of tension between the styles
PACEDirect, Fast-Paced
vs.
Indirect, Slower-Paced
PRIORITYGuarded, Task-Oriented
vs.
Open, People-Oriented
PACE & PRIORITYDirect, Fast-Paced, Guarded,
Task-Oriented
vs.
Indirect, Slower-Paced, Open,
People-Oriented
High SS + High II (Lower Left vs. Lower Right Quadrant).
High CC + High DD(Upper Left vs. Upper Right Quadrant)
High DD + High II(Upper Right vs. Lower Right Quadrant)
High CC + High SS (Upper Left vs. Lower Left Quadrant)
High SS + High DD(Lower Left vs. Upper Right Quadrant)
High CC + High II
(Upper Left vs. Lower Right Quadrant)
SLOWER-PACED
TASK-ORIENTED
SLOWER-PACED
PEOPLE-ORIENTED
FASTER-PACED
PEOPLE-ORIENTED
FASTER-PACED
TASK-ORIENTED
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MOTIVATORS
The Motivators assessment is the result of Dr. Edward Spranger's and Gordon Allport’s
combined research into what drives and motivates an individual. The seven dimensions of value
discovered between these two researchers identify the reasons that drive an individual to
utilize their talents in the unique way they do. Motivators will help you understand your own
drivers, providing a clear course on how to maximize your performance by achieving better
alignment with what you do.
The 7 Dimensions of Motivation
Those who understand their natural motivators better are far more likely to pursue the right
opportunities, for the right reasons, and get the results they desire. This report measures seven
dimensions of motivation that filter and guide our behaviors and decisions:
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PART II - UNDERSTANDING YOURSELF
Adapted Style Natural Style
DISC describes you based on your observable behavior which can provide insights for others regarding
your communication preferences and how you will likely interact with and respond to them.
MOTIVATORS describe you based on your values and beliefs. Understanding motivation helps
reveal your preferences and why you do what you do. It is vital for aligned, superior performance
that our motivators are satisfied by what we do.
Through this report you have an opportunity to discover (observe and evaluate) your behavioral
responses in various environments and examine your unique values and what drives you to behave in
the ways you do. You can explore your actions and reactions (and the actions and reactions of others) in
a variety of situations and contexts to determine the most effective communication strategy or course
of action to be sure you are living in alignment and able to express your best self.
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DISC General Characteristics
The narration below serves as a general overview of your behavioral tendencies. It provides a framework for understanding and
reflecting on your DISC results. We've occasionally provided some coaching ideas so that you can leverage your strengths
whenever possible to maximize your personal success.
Susana, you score like those who have a high degree of self-discipline. This comes from three primary traits: your somewhat
strong tendency toward risk avoidance, your high degree of patience, and your overall detail orientation. These three traits in
combination are somewhat rare, but they converge in ways that provide a versatile strength for you. This strength can be used
in both personal and business ventures.
You tend to be less talkative in work or social situations. This is not a reflection on ability or interest, just that you allow others
be the more vocal participants. Even though they share your risk-taking attitude, those who score like you will frequently admit
to feeling a bit introverted. They analyze situations internally rather than "thinking out loud," as others may do. When they
arrive at a solution, they have a sound plan, a carefully thought-out design, and a pathway to achievement.
You possess a sense of urgency that is sometimes not readily visible to others. Your sense of urgency is masked a bit by your
high level of patience and detail orientation. This subjects others to the illusion that they can be more laid back on a project
you're working on or are in charge of. It may come as a surprise to them that, in reality, you expect them to proceed full-speed
ahead.
You display a high degree of tenacity and follow-through in addressing complex and detailed activities. This trait emerges from
your perseverance, attention to quality, and strong desire to win and achieve. This can be a great strength in a variety of
technical climates, or anywhere there is a complexity of interconnected issues and activities.
You are persistent and tenacious when it comes to solving complex problems. Along with your competitive spirit comes a high
degree of patience when dealing with detailed problems and situations. Your high attention to quality control also motivates
you to solve problems accurately.
You tend to make decisions through logic, rather than emotion. This can be very important in negotiation situations. When
others may get emotionally involved, you tend to remain factual, deliberate, and objective.
You may be somewhat suspicious of new ideas or innovations, until you have an opportunity to do your own investigation and
research. This may be a bit of a two-edged sword: you are a bit of a risk-taker, but you prefer those risks to be calculated. That is,
once you're convinced that the risk is worth taking, you'll jump in and give it a try. Until that time, the suspicion flag flies high.
You tend to provide an objective and vocal opinion when you feel strongly about an issue or procedure. The interesting point
here, Susana, is that while you may remain somewhat quiet through much of the team's deliberation, you have the ability to
present your case with vigor when you have an idea. This may sometimes take team members by surprise.
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Your Behavioral Style: Examiner
Examiners are steady, objective and analytical. They are successful due to their strong persistence in
pursuing their objectives. They can excel in complex and/or technical projects. They rely upon logic
rather than emotion. They like working alone and do not feel the need to engage or be involved with
others. They can sometimes be viewed as lacking tact and/or warmth.
Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships.
Emotional characteristic: May appear disinterested and behaviorally restrained.
Goals: To gain the authority from identified organization structures and positions.
How others are valued: Other's ability to effectively use logic and data.
Influences group: Through persistence, tenacity and steady focus.
Value to the organization: Brings a fact-based grounding to a team combined with the ability to
work individually or with others effectively.
Cautions: Can become undiplomatic and question other motives.
Under Pressure: Can internalize stress, be slow to let go of mistakes and become non-
communicative.
Fears: Loss of ability to focus individually on the facts and supporting theoretical rather than
practical concepts
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WORD SKETCH - Adapted Style
DISC is an observable “needs-motivated” instrument based on the idea that emotions and behaviors are neither “good” nor
“bad.” Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one’s actions,
it is easier to “read” and anticipate their likely motivators and needs
This chart shows your ADAPTED DISC Graph as a “Word Sketch.” Use it with examples to describe why you do what you do and
what’s important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or
(C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC
intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in that area.
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WORD SKETCH - Natural Style
DISC is an observable “needs-motivated” instrument based on the idea that emotions and behaviors are neither “good” nor
“bad.” Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one’s actions,
it is easier to “read” and anticipate their likely motivators and needs
This chart shows your NATURAL DISC Graph as a “Word Sketch.” Use it with examples to describe why you do what you do and
what’s important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or
(C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC
intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in that area.
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DISCstyles Graphs for Susana Costa Grácio
Your Adapted Style indicates you tend to use the behavioral traits of the Ds style(s) in your selected Work focus. Your
Natural Style indicates that you naturally tend to use the behavioral traits of the S style(s).
Your Adapted Style is your graph displayed on the left. It is your perception of the behavioral tendencies you think
you need to display to be successful in your focus situation. This graph may change when you change roles or
situations.
The graph on the right is your Natural Style and indicates the intensity of your instinctive behaviors. It is often a
better indicator of the “real you” and your “knee jerk”, inherent behaviors. This is how you would choose to behave
when you are most comfortable and there are no additional considerations or influences on your behavior. It is also
what shows up in stressful situations. This graph tends to be fairly consistent, even in different environments.
Adapted Style - Graph I
Pattern: Ds (5343)
Focus: Work
Natural Style - Graph II
Pattern: S (3243)
If the bars are similar, it means that you tend to use your same natural behaviors in either environment. If your
Adapted Style is different from your Natural Style, this may cause stress over a long period of time because you are
using behaviors that are not as comfortable or natural for you.
The higher or lower each D, I, S, C point is on your graph, the greater or lesser that behavior impacts your results at
work and with others around you. Once aware, you can adapt your style to be more effective. Can you change? Of
course! You do it every day depending on your situations. However, permanent behavioral change comes only
with awareness and practice.
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Behavioral Pattern View
The BPV has eight behavioral zones. Each zone identifies a different combination of behavioral traits. The
peripheral descriptors describe how others typically see individuals with your style. Plots on the outer edges of the
BPV identify that one factor (DISC) of your style will dominate the other three. As you move towards the center of
the BPV, two and eventually three traits combine to moderate the intensity of your style descriptors within a
specific behavioral zone.
THE SCORING LEGEND
D = Dominance: How you deal with Problems and Challenges
I = Influence: How you deal with People and Contacts
S = Steadiness: How you deal with Pace and Consistency
C = Conscientious/Compliance/Structure: How you deal with Procedure and Constraints
= Natural Behavioral Style
= Adapted Behavioral Style
Efficient, Analytical, Organized, Factual,
Aware of the Consequences of their Actions,
Practical and Innovative.Data, Fact & Analysis
Based. Precise & Accurate
Trusts in the Value of
Structure, Standards &
Order. Sees the value of
“Rules”.
Assertive, Results Focused,
Rapid Decisions, Will Seek
Challenges, Can be Aggressive
and Impatient, Desires to Lead.
Both Assertive and
Persuasive, Likely to
embrace New Concepts,
Often a Mover and a
Shaker, Can be very
outgoing with High Energy
and Engaging Effort.
Very Outgoing & Persuasive,
Very People Oriented, Quite
Optimistic Outlook, Strong
Communication Skills, Likes to
have Variety in their day.
Supportive & Persuasive, Good
Team Player, Creates Good Will &
provides Good Customer Service
Very Patient & Favors
Stability and Structure. Not a
Risk Taker, Likes to operate
at a Steady, Even Pace.
Balances & Values Data
& Diplomacy, Mindful of
the “Rules”. Will be Goal
Focused, Dislikes
Confusion and
Ambiguity.
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MORE ABOUT YOUR DISC STYLE
In this portion of the report, you’ll learn more about your DISC style behavioral tendencies and
emotions. This information can be useful in helping you understanding your own behavior, and
also support you in learning about and understanding others more effectively.
Communication Tips for Others
The following suggestions can help others who interact with you understand and be aware of your communication
preferences. To use this information effectively, share it with others and also discuss their preferences.
Check the two most important ideas when others communicate with you (dos & don’ts) and transfer them to the
Summary of Your Style page.
When Communicating with Susana, DO: Motivate and persuade Susana by pointing out objectives and expected results.
Be certain that individual responsibilities are clear, and that there are no ambiguities.
Approach issues in a straightforward, direct and factual way.
Do your homework, because Susana's homework will already be done.
Ask 'how' oriented questions to draw out Susana's opinions.
Give Susana time to verify the issues and assess potential outcomes.
Give Susana the opportunity to express opinions and make some of the decisions.
When Communicating with Susana, DON’T: Engage in rambling discussion, and waste Susana's time.
Try to develop "too close" a relationship, especially too quickly.
Be rude, abrupt, or too fast-paced in your delivery.
Manipulate or bully Susana into agreement.
Be sloppy or disorganized.
Be domineering or demanding.
Threaten with position or power.
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Wants and Needs
Motivation is the enthusiasm or willingness to do something. Everybody is motivated; however, all people are
motivated for their own reasons, not somebody else’s. Simply, people are motivated by what they want.
Our behaviors are also driven by our needs. Each style has different needs. If one person is stressed, they may need
quiet time alone; another may need social time around a lot of people. Each has different ways to meet their needs.
The more fully our needs are met, the easier it is to perform at an optimal level.
Choose the two most important wants and the two most important needs and transfer them to the Summary of
Your Style page.
You Tend to Be Motivated By: Having the ability to take calculated risks in developing new solutions, processes, or utilities.
Opportunities to work independently, or as a member of a small team.
Recognition of your analytical ability and leadership capability. This doesn't have to come in the form of
awards, but perhaps as an occasional verbal reminder that your contributions are valued.
Colleagues with whom you can identify and share information of a complex and important nature.
Clear lines of communication and responsibility.
Up-to-date facts and figures for use in analysis and critical thinking.
Established and efficient procedures for completing projects of a detailed and complex nature.
People With Patterns Like You Tend to Need: Sufficient opportunity for beta-testing of a project or idea, before it is actually deployed.
Minimal hostility or conflict within the team or organization.
A support system to eliminate some of the repetitive or routine parts of the job or project.
Freedom from responsibility for the quality control of other stakeholders.
An occasional revalidation of your contribution to the team or organization at large.
A supervisor who delegates by using specifics, not ambiguities.
Appreciation for your skills, and freedom to do the job with few interruptions.
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What You Bring to the Organization
This page provides useful insights for a job or as you work together on a team or family project. These are the
talents and tendencies you bring. When used in environments that you are most effective in, you are likely to be
self-motivated to accomplish great things. It is possible that you may not always be in an environment that allows
you to be your best. We recommend you speak with your leader to see what can be incorporated into your current
environment to help maintain your motivation. Check the two most important strengths, the two most important
work style tendencies and the two most important environmental factors and transfer them to the Summary of
Your Style page.
Your Strengths: You utilize a very deliberate and systematic approach in analyzing answers and creating solutions.
You are able to provide factual, authoritative, and objective communication on topics to which you have
given proper intellectual consideration.
You always follow through, with a strong emphasis on completeness.
You are able to assimilate complex information and develop conclusions based on data, rather than
emotions.
You excel at solving technical or abstract problems and are at your best when dealing with multi-faceted
processes.
You bring a high degree of objectivity to the organization's systems and projects.
You provide excellent support and expertise to challenging problems and assignments.
Your Work Style Tendencies: You may tend to be most productive when working alone and undisturbed.
You persuade others on the team through perseverance and determination to get the project completed.
You tend to be more quiet, letting others be the more vocal participants in meetings or groups.
You have a need to see projects reach completion and closure and will work hard to ensure success along
the way.
You show a high degree of tenacity and follow-through in complex and detailed activities.
You demonstrate patience in working with people, but also maintain a bit of an emotional distance from
others on the team.
You demonstrate a tireless work ethic in solving complex problems.
You Tend to Be Most Effective In Environments That Provide: A culture that encourages open expression and dialogue of ideas and creativity.
A minimum of conflict, hostility, pressure, or sudden change.
A job culture in which your critical thinking skills can be maximized.
A direct, detailed approach to what needs to be done on a project.
A close association with a small group or team, rather than a shallow association with a large number of
people.
A work culture that provides opportunity for challenges and complex problem solving.
Freedom from constraints, direct supervision, and process bottlenecks.
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The S Style
Under Stress - Perceptions, Behavior and Needs for the SStress is unavoidable. The perceptions of our behavior may have a significant impact on our effectiveness - both in how we
perceive ourselves and how others perceive us. The way we behave under stress can create a perception that is not what we
intend. The descriptions below of perceptions by others may seem somewhat extreme at times (especially if our behavior is
an over-extended strength that becomes a weakness or limitation). As you understand these perceptions more clearly, you
are able to modify your behavior to maximize your own effectiveness and ensure that others see you as you intend.
Potential Self Perception: High degree of focus
High self-discipline
Attends to details
Tenacious on follow-through
Under Stress, May be Perceived by Others: Unassertive
Resists ideas of others
Overly blunt toward others
Possessive with own domain
Under Stress You Need: A slower pace for comfort and security
Reassurances that you are liked
Personal assurance
Your Typical Behaviors in Conflict: You are quite uncomfortable with conflict, aggression and anger. You will do whatever you can to
avoid such situations. If you are not able to physically avoid a situation involving conflict or
anger, you will probably attempt to ignore it, functioning as best you can without interacting --
or interacting very superficially -- with others.
You seldom express your own feelings of anger or dissatisfaction, fearing that doing so would
damage relationships and destabilize the situation. You tend to go along with what others want
in order to avoid any controversy.
You may also feel that your feelings, needs and desires are not as important as those of others,
which can encourage others to take advantage of you which, in turn, results in more repressed
anger.
Strategies to Reduce Conflict and Increase Harmony: Be open to considering new ways of doing things and undertaking new tasks. Ask your supervisor,
friends and coworkers to support you in approaching any significant change
Recognize that others may be more comfortable dealing with conflict, anger, and aggression.
Expressions of anger or somewhat aggressive behavior by others are not necessarily personal
attacks on you.
Share your needs, feelings and expectations with your friends and coworkers.
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Potential Areas for Improvement
Everyone has struggles, limitations, or weaknesses. Oftentimes, it’s simply an overextension of our strengths which
may become a weakness. For example, a High D’s directness may be a strength in certain environments, but when
overextended they may tend to become bossy.
As you consider ways to continue to improve to be a better communicator, we recommend you focus on no more
than two at a time, practice and strengthen them, and then choose another area to focus on and improve.
Check the two most important areas you are committed to improve upon and transfer them to the Summary of
Your Style page.
Potential Areas for Improvement: You could use better "people skills" when it comes to motivating and managing others.
You could project a bit more enthusiasm at times. This is necessary for building team spirit and morale.
You can sometimes be blunt, opinionated and inflexible when asked to make sudden changes without
prior warning or consideration.
You may become rather stubborn once your mind is made up on a decision.
You may affect morale with your tendency to focus on results over attention to team members. You may
need to take a softer approach at times.
You may provide a false sense of buy-in to others on the team, then sometimes resist passive-aggressively.
You may take some criticism personally, even if it was directed at a work process and not you.
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The 12 Integrated DISC Style Relationships
For a more complete understanding of a person’s overall behavior style, you can view how each of the primary (4)
four DISC factors interact to produce (12) twelve integrated behaviors, or how your individual D style is influenced
by your I, S and C styles. The ability to identify and measure the interaction of the (12) twelve factors represents a
dramatic improvement in the use and application of DISC to better understand human behavior. These behaviors
define how we deliver our thinking into the world.
Each of the (12) twelve factors has been assigned specific descriptors to help you naturally associate the factor to a
specific behavior.
Each person will display some of these factors more strongly than the others. The (5) five intensity levels range
from Low (absent in most situations) through High (clearly displayed in most situations). Intensity is a
measurement of the relative contribution of a specific factor to a person’s observable natural behaviors that are
most often displayed in most situations. We can measure the strength of a factor in a person’s overall behavioral
style by viewing the intensity score.
The length of the black bar shows the relative influence of the DISC factors in someone’s overall
observable behavioral style. These are presented in order from highest to lowest influence and are
specific to you.
The blue box identifies 68% of all scores in the general population for each integrated behavior. One
standard deviation (34%) below the median score (vertical link) and one standard deviation (34%) above
the median score (vertical link). Unlike an AVERAGE, the median score will not always be shown with
equal space on both sides.
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The 12 Integrated DISC Style Relationships Graphs
This list of (12) twelve Integrated DISC relationships reveals how the (4) four Primary DISC behaviors combine and
work together to create the socialized behaviors others see and experience. These are presented in order from
highest to lowest influence and are specific to you.
Intensity Scoring Legend – DISC Style intensity is a measure of how you will likely display the specific behavior when interacting
and communicating with others in most situations.
Low Intensity - Low Intensity scores indicate the ABSENCE of this behavior in MOST situations.
Low Moderate - Low Moderate Intensity scores are only SOMETIMES observable in SOME situations.
Moderate Intensity - Moderate Intensity score is flexible and may or may not become observable based upon the
requirements of the specific situation.
High Moderate - High Moderate Intensity scores are frequently observable in many situations.
High Intensity - High Intensity scores will be clearly observable, displayed more often and seen in most situations.
1. The People Interaction Behavior (S/I) [High Moderate Intensity]
“How this individual's need for a steady pace and exercise of patience is impacted by their desire to connect and engage in
social interaction.” The People Interaction behavior measures HOW the strength of this individual’s degree of patience and
preferred activity level are influenced by the strength of their extroversion and a desire to socially interact and accommodate
others. Higher intensity scores will display a great deal of care and consideration when crafting the words and deeds that
impact others while Lower intensity scores will reflect a freewheeling and confident belief that most if not all interactive social
situations can be handled “on the fly.”
2. The Directness Behavior (D/I) [High Moderate Intensity]
“How this individual's dominance and 'results now focus' is impacted by their desire to interact, connect and relate to others.”
The Directness behavior measures HOW the strength of this individual's direct, assertive and results oriented communication
style is influenced by their desire to build relationships and connect with others. Higher intensity scores identify a willingness
to make and defend tough and even unpopular decisions while Lower intensity scores will identify an inclination to search for a
more socially interactive, popular and accommodating solution.
3. The Persistence Behavior (S/C) [High Moderate Intensity]
“How this individual's need for pace and patience is impacted by their need for accuracy, precision and planning.” The
Persistence behavior measures HOW the strength of this individual's patience, activity level and team support is influenced by
their need for accuracy, precision and structure. Higher intensity scores reflect an emphasis on supporting planned group and
team efforts while Lower intensity scores reflect a need to follow established policies and procedures even if it requires running
counter to the team's direction that may be advocating alternative or even potentially risky actions.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 21ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
4. The Team Support Behavior (C/I) [Moderate Intensity]
“How this individual's need for accuracy, precision and following procedure is impacted by their desire for social connection and
interaction.” The Team Support behavior measures HOW the strength of this individual’s desire for accuracy, structure, rules
and standards is influenced by the strength of their desire to interact, engage and accommodate other people. Higher intensity
scores display reliance upon structure, logic, facts and established data, procedures and protocols while Lower intensity scores
display a more cordially social, engaging and accommodating communication style with a less focus on established protocols.
5. The Individualistic Behavior (D/C) [Moderate Intensity]
“How this individual's “results now” assertiveness is impacted by their desire to be accurate. analytical and structured.” The
Individualistic behavior measures HOW the strength of this individual’s direct, assertive and “results now focus” is influenced by
their need to precisely follow established structural and procedural guidelines while pursuing objectives. Higher intensity scores
will not likely be deterred by potential restraints or established policies especially if they are perceived to impede immediate
results while Lower intensity scores will favor strong and precise compliance and adherence to established structure, rules,
policy and procedures.
6. The Accommodation Behavior (S/D) [Moderate Intensity]
“How this individual's need to operate at a steady pace and innate degree of patience is impacted by their need for immediate
results.” The accommodation behavior measures HOW the strength of this individual’s level of patience and activity level are
influenced by the strength of their desire to lead, command and direct activities focused on immediate results and solutions.
Higher intensity scores reflect a willingness to consider, accommodate and support alternative solutions and ideas while Lower
intensity scores reflect a propensity to make difficult decisions, remain firm in supporting and defending them sustained by a
strong focus on achieving immediate results and accomplishing assigned goals.
7. The Self-Determination Behavior (D/S) [Moderate Intensity]
“How this individual's degree of assertive “results now” focus is impacted by their level of patience.” The Self-Determination
behavior measures HOW the strength of this individual's direct, assertive and “results now” oriented behaviors are influenced
by their degree of patience and preferred pace. Higher intensity scores identify a preference toward a more “now oriented
pace” that is keyed toward taking actions that achieve immediate results and goals while Lower intensity scores identify a
steadier, less urgent pace that embraces planning and careful consideration of consequences prior to taking action.
8. The Rules vs. Results Behavior (C/D) [Moderate Intensity]
“How this individual's need for accuracy, precision and guidelines is impacted by their need for immediate results.” The Rules vs.
Results behavior measures HOW the strength of this individual's need to precisely follow established structural and procedural
guidelines, standards and codes is influenced by their need for direct “results now” actions that target immediate
accomplishments. Higher intensity scores identify a strong need to pursue objectives with guidance and reliance upon
established structure, rules, organizational protocols and policies while Lower intensity scores suggest a more direct, immediate
“result now” focus that will not likely be restrained by established protocols, procedures and policies.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 22ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
9. The Self-Assured Behavior (I/C) [Moderate Intensity]
“How this individual's people oriented extroversion is impacted by their need for accuracy and structure.” The Self-Assured
behavior measures HOW the strength of this individual's extroversion and desire for personal connection with others is
influenced by their need for structure, detail, and accurate evidence prior to taking action. Higher intensity scores can
sometimes lead to overconfidence with a willingness to improvise and to take spontaneous actions vs. thorough planning while
Lower intensity scores reflect a cautious and conscientious approach that seeks to take actions that are supported by reliable
tactics, trusted data and past successes.
10. The Precision Behavior (C/S) [Low Moderate Intensity]
“How this individual's need for accuracy, precision and planning is impacted by their desire for team support and
accommodation.” The Precision behavior measures HOW the strength of this individual's need for structure, accuracy, order
and precision is influenced by their pace, patience and level of team accommodation. Higher intensity scores reflect a desire to
operate in a “fail-safe” environment supported by accurate data and through preparation while Lower intensity scores suggest
steady paced progress, strong support, consideration and accommodation for the team's overall direction.
11. The Sociable Behavior (I/D) [Low Moderate Intensity]
“How this individual's need for social interaction is impacted by their assertiveness and desire for immediate results.” The
Sociable behavior measures HOW the strength of this individual's preference for cordial social interaction and people
connection is influenced by their need for immediate results. Higher intensity scores reflect an emphasis on seeking, building
and sustaining personal relationships while Lower intensity scores reflect a much stronger competitive “result now” focus with
less effort on accommodation and building relationships.
12. The Vitality Behavior (I/S) [Low Moderate Intensity]
“How this individual's people focused extroversion is impacted by their preferred pace and activity level.” The Vitality behavior
measures HOW the strength of this individual's desire for interpersonal connections is influenced by their degree of urgency,
preferred pace and activity level. Higher intensity scores reflect a high energy, freewheeling, confident and engaging style that
will likely embrace new ideas and concepts while Lower intensity scores reflect thoughtfulness and care when crafting both
words and deeds as one moves steadily toward the identified goal and objective.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 23ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Summary of Susana Costa Grácio’s DISC Style
Communication is a two-way process. Encourage others to complete their own DISCstyles Online Assessment and
then share the Summary Sheet with each other. By discussing preferences, needs and wants of the people you work
with, socialize with and live with, you can enhance these relationships and turn what might have been a stressful
relationship into a more effective one just by understanding and applying the DISCstyles information. Complete the
worksheet below from the previous pages of this report.
COMMUNICATION DOS & DON’TS
1._______________________________________________________________________
2._______________________________________________________________________
YOUR MOTIVATIONS: WANTS
1._______________________________________________________________________
2._______________________________________________________________________
YOUR MOTIVATIONS: NEEDS
1._______________________________________________________________________
2._______________________________________________________________________
YOUR STRENGTHS
1._______________________________________________________________________
2._______________________________________________________________________
YOUR WORK STYLE TENDENCIES
1._______________________________________________________________________
2._______________________________________________________________________
EFFECTIVE ENVIRONMENTAL FACTORS
1._______________________________________________________________________
2._______________________________________________________________________
POTENTIAL AREAS FOR IMPROVEMENT
1._______________________________________________________________________
2._______________________________________________________________________
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 24ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
YOUR MOTIVATORS
Whether scores are high or low, the motivators with the furthest distance above or below the mean (or norm in
the center of the box plot) will be the highest influencers leading to the greatest impact on your decisions.
Aesthetic - Very LowYou appreciate real-world approaches and “feet on the ground” thinking and may view those with their
“head in the clouds” as impractical.
Economic - AverageYou will balance yourself between being satisfied with what you have and a need for more.
Individualistic - HighYou won’t mind the spotlight, will desire to bring independent ideas to bear, and may excel in front of
others.
Political - LowYou are a better collaborator and won’t likely seek position power or authoritative roles.
Altruistic - HighYou connect personally before connecting professionally and are always willing to lend a hand.
Regulatory - Very LowYou may subvert or break the rules you feel don’t apply and will attempt multithreaded approaches to
solving problems.
Theoretical - HighYou will learn whatever you need to know to get the job done and then some.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 25ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Susana's Motivator Word Matrix
Chart your descriptors for a better sense of what drives your motivation.
The motivator word matrix translates your numeric score into a one-word description and places
each word in a relative position to other descriptors.
By labeling your numeric score with one word you can better understand, describe and locate both
your motivator orientation and its direction.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 26ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
MORE ABOUT YOUR MOTIVATORS
Your Aesthetic Motivator
General Traits:� You are a strong advocate of productivity and functional processes, and don't want to waste resources on things that
don't effect the bottom line.
� You may view "feeling good" as a secondary and not a primary driver at work.
� You believe something's usefulness is more important than its appearance.
� You are not likely to connect with impractical ideas emotionally or professionally.
Key Strengths:� You won't likely share emotions or your true feelings with others. It's just business and not personal.
� You are able to stay grounded and remain sensible.
� You tend to take a strong stance on your bottom-line approach to business and functionality; this may put people off.
� Your down-to-earth style aids in your rational approach to life and work.
Motivational Insights:� You associate improvements in function with success.
� To maintain your highest level of motivation, avoid getting involved with emotional issues and drama.
� To you, rational goals with productive outcomes are what matter the most.
� Aesthetic workplace changes or remodeling may not be welcomed or appreciated, unless it supports success.
Training/Learning Insight:� You teach/learn in a very practical way; you may not appreciate programs that take time without giving you much of a
return.
� You are not emotionally driven; you stick to practical motivations.
� You will do well with practical applications.
� You will connect hands-on learning to training benefits.
Continual Improvement Insights:� Some might consider your attitude towards select people to be too critical and cold-hearted.
� You may need to adjust and not be so practical when in group settings.
� You should remember to respect the creative ways of others.
� Try to appreciate the value others have for the environment, nature, and creative ideas.
The Aesthetic Motivator: Strong desire and need to achieve
equilibrium between the world around us and ourselves (within) while
creating a sustainable work/life balance between the two. Creative,
imaginative, arty, mystical and expressive, this style may redefine or
resist real world approaches to current challenges.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 27ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Your Economic Motivator
General Traits:� You would be considered more or less realistic and down-to-earth in regards to getting what you believe you deserve.
� You may have already achieved substantial economic goals of your own.
� Your score indicates a balance between being satisfied with what you have and the need for more.
� When compared to others, your score indicates that there would be no excessive need to win when engaging with
others.
Key Strengths:� You are not an extremist and, therefore, a stabilizing force when winning is required.
� You tend to play well with others because you do not try to compete to the extent of creating dissension within the
group.
� You are able to balance both needs and perspectives of those with substantially different attitudes towards financial
gain.
� You are likely motivated by more than just personal gain.
Motivational Insights:� You’re an asset when it comes to getting along with both practical and imaginative types.
� You are likely not bent on having to win in everything.
� You are not an extremist when it comes to incentives.
� You can leverage your ability to cooperate with all types of people.
Training/Learning Insight:� There are times when you need to put your foot down when team members lack incentive.
� Your score is like those who engage in training and development activities in a balanced and supportive method.
� You should work with those who are not so concerned about leveraging their best interests.
� You can focus both on the ambitious and those who are content where they are.
Continual Improvement Insights:� Individuals like yourself who are moderately satisfied may need to get into a different gear in order to get what they
want.
� At times you may need to be more aware of time constraints.
� You may need to think about your financial future with stronger urgency, as it is sure to come upon you.
� You may want to think about where you'll be in five years and whether or not your current path will get you there.
The Economic Motivator: The motivation for security from self-interest,
economic gains, and achieving real-world returns on personal ventures,
personal resources, and focused energy. The preferred approach of this
motivator is both a personal and a professional one with a focus on
ultimate outcomes.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 28ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Your Individualistic Motivator
General Traits:� You bring interesting and independent ideas.
� You'll appreciate freedom and autonomy and not being nailed down.
� You won't mind the spotlight and may excel when in front of others.
� You'll enjoy unique work assignments that promote your out-of-the-box style.
Key Strengths:� You have a projected self-confidence that might enable you to speak up when disagreeing with how something should
be done.
� You prefer celebrating differences as opposed to settling for sameness.
� You understand that we're all very different and will want to explore those differences.
� You prefer being independent of others as opposed to depending on others.
Motivational Insights:� People like you tend to enjoy making unique and creative presentations to groups of people eager to learn.
� You'd rather work independently, making your own map.
� Realize you will likely take a different approach to standard procedures.
� You'll likely have a unique way of saying unpretentious things.
Training/Learning Insight:� You prefer exciting approaches to boring and predictable lessons.
� When learning new things you'll prefer fun and challenging concepts.
� You'll appreciate the opportunity to test and experiment with new concepts.
� It's important that you're allowed to think outside the box and apply some of what you learn.
Continual Improvement Insights:� You need to remember that your ideas aren't the only ideas and make room for others.
� Remember that you may inadvertently draw attention to yourself for extended periods of time.
� Your uniqueness doesn't always contribute to every problem; it might create one.
� You don't always have to be the star of the idea club.
The Individualistic Motivator: Need to be seen as autonomous,
unique, independent, and to stand apart from the crowd. This is
the drive to be socially independent and have opportunity for
freedom of personal expression apart from being told what to do.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 29ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Your Political Motivator
General Traits:� You may prefer slow and steady moves to faster or hectic moves you must control.
� At times you'll likely want to watch others lead more than you'll want to lead things yourself.
� You may at times feel out of place on a team where people jockey for position.
� At times you'd rather not handle all the responsibility that accompanies being in charge.
Key Strengths:� You will likely wait your turn and not jump in front.
� Personal accomplishments far outweigh the need for recognition and power.
� You don't have to be the one always behind the wheel; you may be just as happy to chat with a friend in the back seat.
� You'll likely be more of a helper as opposed to being controlling and authoritative.
Motivational Insights:� Use your stabilizing ability when working with others and don't allow others to run you over.
� Just because people don't voice it, you can't always believe you haven't made a difference.
� You are well suited for collaborative efforts.
� Remember not to say yes to things you don't really want to do.
Training/Learning Insight:� You may enjoy more cooperative learning activities as opposed to activities that require directing and controlling.
� Being forceful isn't always bad.
� You may not want to compete, but will feel at home when working as a team.
� You will likely enjoy group activities with some leadership opportunities.
Continual Improvement Insights:� You may not think you are worth other people's time or investment.
� You may seek to sidestep unnecessary problems and challenges and may only deal with what is unavoidable.
� You may not want to be the one in charge of something if it's too daunting.
� Standing up for yourself might feel wrong if you are less dominant.
The Political Motivator: Being seen as a leader, while having
influence and control over one's environment and success.
Competitiveness and control is often associated with those scoring
higher in this motivational dimension.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 30ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Your Altruistic Motivator
General Traits:� You will feel emotionally compelled to assist the unfortunate more often than not.
� You connect personally before you connect professionally with most people.
� You probably believe you are here for a reason.
� You find value in what you do for others as opposed to what they can do for you.
Key Strengths:� You put the needs of others before your own most of the time.
� You are often willing to volunteer your time and efforts for things you believe in.
� You are often compulsory when caregiving and may not know when to quit.
� You likely say, "yes" more often than you say, "no."
Motivational Insights:� Be careful you don't become a doormat.
� You provide ample time for servicing the needs of others on the team.
� Make sure you don't allow others to take advantage of your good nature.
� You will be sincere and compassionate when communicating as a rule.
Training/Learning Insight:� You should be exposed to others and allow them the benefit of being around you.
� Your learning and development should connect knowledge to be shared with others.
� Your learning development should be connected to benevolence.
� Your training and development should involve community efforts.
Continual Improvement Insights:� Your need to please could also be rooted in low self-worth as opposed to a high regard for others.
� Seeing others as more important than yourself is unsustainable over the long haul.
� Make sure you are not paying more attention to those outside than you are paying to those within your own family.
� Remember that wisdom and balance are found in moderation.
The Altruistic Motivator: An expression of the need or energy to
benefit others at the expense of self. At times, there’s genuine
sincerity in this dimension to help others, but not always.
Oftentimes an intense level within this dimension is more
associated with low self-worth.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 31ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Your Regulatory Motivator
General Traits:� You will not like being constrained or restricted to certain protocols.
� You will feel bogged down when forced to do things a "certain" way.
� You're looking for the freedom and autonomy to think your own thoughts.
� You will likely hate it when people refuse to believe things they don't understand.
Key Strengths:� There's always another way when the current situation changes.
� You are highly adaptable in a variety of situations.
� Some may see you as defiant and unrestrained.
� You will pick and choose your rules by deciding which one's are worthy of your investment.
Motivational Insights:� Your spontaneity works for you, but it won't work for everyone.
� You like to cut to the chase and not waste energy on non-essentials.
� You want open and honest feedback so you can do what needs to be done.
� Because the end justify the means, you'll figure it out.
Training/Learning Insight:� You can be a part of something without being controlled by it.
� You're likely thinking, "That's not how I'd do it."
� You prefer multiple learning modalities that enable your creative side.
� You listen to instruction while at the same time tweaking it.
Continual Improvement Insights:� Don't get cocky and get caught.
� Carefulness leads to reliable outcomes.
� Your lack of systemic sequence can get you in trouble sometimes.
� Remember, patience is a virtue not a vice.
The Regulatory Motivator: A need to establish order, routine and
structure. This motivation is to promote a black and white mindset
and a traditional approach to problems and challenges through
standards, rules, and protocols to color within the lines.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 32ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Your Theoretical Motivator
General Traits:� You have a need to uncover, discover, and recover the truth about a thing.
� You likely think, "It's tight, but it's right."
� You will steer clear of subjective matters and stick to what can be measured.
� Your need to know everything about certain things may seem excessive to others.
Key Strengths:� You have what is known as a large "catchment" area within your neural network.
� You have the capacity for learning a lot of material and remembering it.
� You will continually educate yourself without prodding.
� You will likely make decisions based upon the information and not your personal feelings.
Motivational Insights:� You prefer knowledge-based incentives.
� You will prefer opportunities that draw upon your expertise.
� People will see you as technically credible and a resource for information.
� You should be open to teach others.
Training/Learning Insight:� Your learning development should be connected to new ideas and concepts.
� Your learning activities need to be structured and outlined.
� You should be exposed to others who take more risks and allow yourself the benefit of being around them.
� Your learning and development should be connected to an ongoing stratagem for personal development.
Continual Improvement Insights:� Your sense of urgency may vacillate depending on how much information you have gathered.
� Try being more yielding and less closed to beliefs that cannot be proven empirically.
� You should take more cognitive risks.
� You may need help with time management.
The Theoretical Motivator: The desire to uncover, discover, and
recover the "truth.” This need to gain knowledge for knowledge sake is
the result of an “itchy” brain. Rational thinking (frontal lobe), reasoning
and problem solving are important to this dimension. This is all about
the “need” to know why.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 33ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Summary of Susana Costa Grácio’s Motivators
Encourage others to complete their own Motivators Assessment and then share the Summary Sheet with each other. By
discussing preferences, needs and wants of the people you work with, socialize with and live with, you can enhance these
relationships and turn what might have been a stressful relationship into a more effective one just by understanding and
applying this information. Complete the worksheet below from the previous pages of this report.
MOST INFLUENTIAL ORDER OF MOTIVATORS
1._______________________________________________________________________
2._______________________________________________________________________
3._______________________________________________________________________
4._______________________________________________________________________
5._______________________________________________________________________
6._______________________________________________________________________
7._______________________________________________________________________
MOTIVATOR NEEDS (Scores over 85)
1._______________________________________________________________________
2._______________________________________________________________________
MOTIVATOR RISKS (Scores below low teens)
1._______________________________________________________________________
2._______________________________________________________________________
MOST IMPORTANT TO KNOW ABOUT MY MOTIVATORS COMBINATION
1._______________________________________________________________________
2._______________________________________________________________________
3._______________________________________________________________________
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 34ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
PART III UNDERSTANDING OTHERS AND ADAPTABILITY
People generally make the mistake of assuming that others interact and think the same way they do, and many of us
grew up believing in The Golden Rule: treating others the way you would like to be treated. Instead, we encourage
another practical rule to live by - what Dr. Tony Alessandra calls The Platinum Rule®: to treat others the way THEY
want to be treated.
DISC ADAPTABILITY
People want to be treated according to their style, not yours.
Adapting to another’s behavioral preference is not always easy! Adaptability is based on two elements: Flexibility
and Aptitude to adjust your approach or strategy based on the particular needs of the situation or relationship at a
particular time. Flexibility is your Willingness and Aptitude is your Capability. Adaptability is something you must
cognitively choose to apply to yourself (to your patterns, attitudes and habits), not expect from others.
Adaptability does not mean an “imitation” of the other person’s style. It does mean adjusting your openness,
directness, pace, and priority in the direction of the other person’s preference, while maintaining your own
identity.
We practice adaptability each time we slow down for a C or S style; or when we move a
bit faster for the D or I style. It also occurs when the D or C styles take the time to build
the relationship with an S or I style, or when the I or S style focuses on facts or gets right
to the point with D or C styles.
Important: Adaptability is important to all successful relationships.
No one style is naturally more adaptable than another.
Adaptability is a choice:
o You can choose to be adaptable with one person, and not so with others.
o You can choose to be quite adaptable with one person today and less adaptable with that same
individual tomorrow.
Adaptability is dependent on recognizing another’s person’s behavioral style. To quickly determine someone’s style, ask these 2 questions & based on the answers, adapt accordingly:
1. Are they DIRECT or INDIRECT in their communication?
2. Are they GUARDED or OPEN in their communication?
Direct Style: D or I
Enthusiastic, competitive and results focus, fast paced
Indirect Style: C or S
Reserved, cooperative & patient, slower/deliberate
Guarded Style: D or C
More private, specific, logical and analytical, task focus
Open Style: I or S
Desire to build a connection with others, relationship focus
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MOTIVATORS ADAPTABILITY
Adapting to another’s Motivational preference can be quite difficult! Sometimes Motivations are not readily
observable, or may be disguised in behavior that doesn’t align to them. A key way to understand another’s
Motivations is to pay attention to the things they value, the way they speak, and where they spend their time
and attention (or other resources). What do you see that drives them? You can use some of these questions
to guide your discovery; you may ask them or just observe. Once you know someone’s Motivators, you can
interact with them in a more effective way.
Aesthetic What is beautiful to you?
How important is it for you that you can express yourself creatively?
Are form and aesthetics more important, or is functionality more important?
How important is work/life balance?
Do you find that you are more “head in the clouds” or more practical?
Economic How important is winning for you?
What is a reasonable return on investment?
Do you generally think people have an agenda or want/need something from you?
Would you consider starting your own business or being an entrepreneur?
When you are faced with a situation do you first consider how it will affect you, or how it
will affect others?
Individualistic How important is it for you to be independent and autonomous?
If you could do anything you wanted today, what would it be?
Do you think people generally see the world the same way you do?
How do you feel about teamwork and collaboration?
What does “freedom” mean to you?
Political What role do you typically take in a group?
How important is it for you to be in charge?
How would you motivate others to take action?
What kinds of things do you like to have control over?
Do you take initiative, or do you prefer direction before acting?
Altruistic Do you have a hard time saying no, or feel overwhelmed and spread too thin?
What is considered a reasonable amount of assistance or help for others?
Would you more likely give to anyone who needs it, or only to those who deserve it?
Do you tend to sacrifice your needs for the needs of others?
Do you feel like you need to do things for others to be valuable or loved?
Regulatory Is there a right way and a wrong way, or many ways to accomplish something?
How important is it for you to be right?
Are rules and regulations important to you?
How important is structure and process to you?
When you solve problems, do you prefer the tried and true approach or are you more
flexible and open to options?
Theoretical How important is it to understand all perspectives and details of a project/problem?
Do you consider yourself to be an expert in any field?
Would you rather spend time studying and reading, or just learn as you go?
What do you love about learning new things?
What do you think is most important – action or knowledge?
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 36ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
COMMUNICATING WITH THE DISCStyles™
Communicating with the DOMINANT Style
D CHARACTERISTICS: SO YOU SHOULD…
Concerned with being #1 Show them how to win, new opportunities
Think logically Display reasoning
Want facts and highlights Provide concise data
Strive for results Agree on goal and boundaries, the support or get out of their way
Like personal choices Allow them to “do their thing,” within limits
Like changes Vary routine
Prefer to delegate Look for opportunities to modify their workload focus
Want others to notice accomplishments Compliment them on what they’ve done
Need to be in charge Let them take the lead, when appropriate, but give them
parameters
Tendency towards conflict If necessary, argue with conviction on points of disagreement,
backed up with facts; don’t argue on a “personality” basis
Communicating with the INFLUENCING Style
I CHARACTERISTICS: SO YOU SHOULD…
Concerned with approval and appearances Show them that you admire and like them
Seek enthusiastic people and situations Behave optimistically and provide upbeat setting
Think emotionally Support their feelings when possible
Want to know the general expectations Avoid involved details, focus on the “big picture”
Need involvement and people contact Interact and participate with them
Like changes and innovations Vary the routine; avoid requiring long-term repetition by them
Want others to notice THEM Compliment them personally and often
Often need help getting organized Do it together
Look for action and stimulation Keep up a fast, lively, pace
Surround themselves with optimism Support their ideas and don’t poke holes in their dreams; show
them your positive side
Want feedback that they “look good” Mention their accomplishments, progress and your other genuine
appreciation
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 37ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Communicating with the STEADY Style
S CHARACTERISTICS: SO YOU SHOULD…
Concerned with stability Show how your idea minimizes risk
Think logically Show reasoning
Want documentation and facts Provide data and proof
Like personal involvement Demonstrate your interest in them
Need to know step-by-step sequence Provide outline and/or one-two-three instructions as you
personally “walk them through”
Want others to notice their patient
perseverance
Compliment them for their steady follow-through
Avoid risks and changes Give them personal assurances
Dislike conflict Act non-aggressively, focus on common interest or needed
support
Accommodate others Allow them to provide service or support for others
Look for calmness and peace Provide a relaxing, friendly atmosphere
Enjoy teamwork Provide them with a cooperative group
Want sincere feedback that they’re
appreciated
Acknowledge their easygoing manner and helpful efforts, when
appropriate
Communicating with the CONSCIENTIOUS Style
C CHARACTERISTICS: SO YOU SHOULD…
Concerned with aggressive approaches Approach them in an indirect, nonthreatening way
Think logically Show your reasoning
Seek data Give data to them in writing
Need to know the process Provide explanations and rationale
Utilize caution Allow them to think, inquire and check before they make
decisions
Prefer to do things themselves When delegating, let them check procedures, and other progress
and performance before they make decisions
Want others to notice their accuracy Compliment them on their thoroughness and correctness when
appropriate
Gravitate toward quality control Let them assess and be involved in the process when possible
Avoid conflict Tactfully ask for clarification and assistance you may need
Need to be right Allow them time to find the best or “correct” answer, within
available limits
Like to contemplate Tell them “why” and “how
The first step to building stronger communication is awareness. By identifying how
we are similar and different, we can make cognitive choices when interacting to
create stronger, more engaged relationships.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 38ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
To Modify Directness and Openness
DIRECT/INDIRECT
With D’s
DIRECT
With I’s
DIRECT
With S’s
INDIRECT
With C’s
INDIRECT
Increase Directness Increase Directness Maintain Directness Maintain Directness
● Use a strong, confident voice
● Use direct statements rather
than roundabout questions
● Face conflict openly,
challenge and disagree when
appropriate
● Give undivided attention
● Make decisions at a faster
pace
● Be upbeat, positive, warm
● Initiate Conversations
● Give Recommendations
● Don’t clash with the person,
but face conflict openly
● Make decisions more slowly
● Avoid arguments and conflict
● Share decision-making
● Be pleasant and steady
● Respond sensitively and
sensibly
● Do not interrupt
● Seek and acknowledge
their opinions
● Refrain from criticizing,
challenging or acting pushy –
especially personally
GUARDED/OPEN
With D’s
GUARDED
With I’s
OPEN
With S’s
OPEN
With C’s
GUARDED
Decrease Openness Maintain Openness Maintain Openness Decrease Openness
● Get Right to the Task,
address bottom line
● Keep to the Agenda
● Don’t waste time
● Use businesslike language
● Convey Acceptance
● Listen to their suggestions
● Share feelings, show more
emotion
● Respond to expression of their
feelings
● Pay Personal compliments
● Be willing to digress from the
agenda
● Take time to develop the
relationship
● Communicate more, loose up
and stand closer
● Use friendly language
● Show interest in them
● Offer private
acknowledgements
● Maintain logical, factual
orientation
● Acknowledge their
thinking
● Down play enthusiasm
and body movement
● Respond formally and
politely
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 39ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
To Modify Pace and Priority
PACE
With D’s
FASTER
With I’s
FASTER
With S’s
SLOWER
With C’s
SLOWER
Increase Pace Increase Pace Maintain Pace Maintain Pace
● Be prepared, organized
● Get to the point quickly
● Speak, move at a faster pace
● Don’t waste time
● Give undivided time and
attention
● Watch for shifts in attention
and vary presentation
● Don’t rush into tasks
● Get excited with them
● Speak, move at a faster pace
● Change up conversation
frequently
● Summarize details clearly
● Be upbeat, positive
● Give them attention
● Develop trust and credibility
over time, don’t force
● Speak, move at a slower pace
● Focus on a steady approach
● Allow time for follow through
on tasks
● Give them step-by-step
procedures/instructions
● Be patient, avoid rushing them
● Be prepared to answer
questions
● Speak, move at a slower
pace
● Greet cordially, and
proceed immediately to the
task (no social talk)
● Give them time to think,
don’t push for hasty decisions
PRIORITY
With D’s
TASK
With I’s
PEOPLE
With S’s
PEOPLE
With C’s
TASK
Adapt Focus Maintain Focus Maintain Focus Adapt Focus
● Get right to the task
● Provide options and let
them decide
● Allow them to define goals
and objectives
● Provide high-level follow up
● Make time to socialize
● Take initiative to introduce
yourself or start conversation
● Be open and friendly, and
allow enthusiasm and animation
● Let them talk
● Make suggestions that allow
them to look good
● Don’t require much follow-up,
details, or long-term
commitments
● Get to know them personally
● Approach them in a friendly,
but professional way
● Involve them by focusing on
how their work affects them and
their relationships
● Help them prioritize tasks
● Be careful not to criticize
personally, keep it specific and
focused
● Be prepared with logic and
practicality
● Follow rules, regulation and
procedures
● Help them set realistic
deadlines and parameters
● Provides pros and cons and
the complete story
● Allow time for sharing of
details and data,
● Be open to thorough
analysis
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 40ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Adapting in Different Situations: AT WORK
DOMINANT STYLE
HELP THEM TO:
More realistically gauge risks
Exercise more caution and deliberation before making decisions
Follow pertinent rules, regulations, and expectations
Recognize and solicit others’ contributions
Tell others the reasons for decisions
Cultivate more attention/responsiveness to emotions
INFLUENCING STYLE
HELP THEM TO:
Prioritize and organize
See tasks through to completion
View people and tasks more objectively
Avoid overuse of giving and taking advice
Write things down
STEADY STYLE
HELP THEM TO:
Utilize shortcuts and discard unnecessary steps
Track their growth
Avoid doing things the same way
Realize there is more than one approach to tasks
Become more open to some risks and changes
Feel sincerely appreciated
Speak up and voice their thoughts and feelings
CONSCIENTIOUS STYLE
HELP THEM TO:
Share their knowledge and expertise with others
Stand up for themselves with the people they prefer to avoid
Shoot for realistic deadlines and parameters
View people and tasks less seriously and critically
Balance their lives with both interaction and tasks
Keep on course with tasks, less checking
Maintain high expectations for high priority items, not everything
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 41ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Adapting in Different Situations: IN SALES AND SERVICE
DOMINANT STYLE
Plan to be prepared, organized, fast-paced, and always to the point
Meet them in a professional and businesslike manner
Learn and study their goals and objectives – what they want to accomplish, how they currently are motivated
to do things, and what they would like to change
Suggest solutions with clearly defined and agreed upon consequences as well as rewards that relate specifically
to their goals
Get to the point
Provide options and let them make the decision, when possible
INFLUENCING STYLE
Take the initiative by introducing yourself in a friendly and informal manner and be open to new topics that
seem to interest them
Support their dreams and goals
Illustrate your ideas with stories and emotional descriptions that they can relate to their goals or interests
Clearly summarize details and direct these toward mutually agreeable objectives and action steps
Provide incentives to encourage quicker decisions
Give them testimonials
STEADY STYLE
Get to know them more personally and approach them in a non-threatening, pleasant, and friendly, but
professional way
Develop trust, friendship, and credibility at a relatively slow pace
Ask them to identify their own emotional needs as well as their task or business expectations
Get them involved by focusing on the human element… that is, how something affects them and their
relationships with others
Avoid rushing them and give them personal, concrete assurances, when appropriate
Communicate with them in a consistent manner on a regular basis
CONSCIENTIOUS STYLE
Prepare so that you can answer as many of their questions as soon as possible
Greet them cordially, but proceed quickly to the task; don’t start with personal or social talk
Hone your skills in practicality and logic
Ask questions that reveal a clear direction and that fit into the overall scheme of things
Document how and why something applies
Give them time to think; avoid pushing them into a hasty decision
Tell them both the pros and cons and the complete story
Follow through and deliver what you promise
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
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Adapting in Different Situations: IN SOCIAL SETTINGS
DOMINANT STYLE
Let them know that you don’t intend to waste their time
Convey openness and acceptance of them
Listen to their suggestions
Summarize their achievements and accomplishments
Give them your time and undivided attention
Appreciate and acknowledge them when possible
INFLUENCING STYLE
Focus on a positive, upbeat, warm approach
Listen to their personal feelings and experiences
Respond openly and congenially
Avoid negative or messy problem discussions
Make suggestions that allow them to look good
Don’t require much follow-up, detail or long-term commitments
Give them your attention, time and presence
STEADY STYLE
Focus on a slower-paced, steady approach
Avoid arguments and conflict
Respond sensitively and sensibly
Privately acknowledge them with specific, believable compliments
Allow them to follow through on concrete tasks
Show them step-by-step procedures
Behave pleasantly and optimistically
Give them stability and minimum of change
CONSCIENTIOUS STYLE
Use a logical approach
Listen to their concerns, reasoning, and suggestions
Respond formally and politely
Negative discussions are OK, so long as they aren’t personally directed
Privately acknowledge them about their thinking
Focus on how pleased you are with their procedures
Solicit their insights and suggestions
Show them by what you do, not what you say
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 43ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Adapting in Different Situations: IN LEARNING ENVIRONMENTS
DOMINANT STYLE
Likes to learn quickly; may be frustrated with a slower pace
Has own internal motivation-clock, learns for their own reasons, not for anyone else’s reasons
May like to structure their own learning design
Does okay with independent self-study
Defines own goals
May have a short attention span
INFLUENCING STYLE
Likes learning in groups
Interacts frequently with others
Responds to extrinsic motivation, praise, and encouragement
Needs structure from the facilitator; may lose track of time
Needs “what to do” and “when to do it”
May exceed deadlines if left on their own and learning may be completed late
STEADY STYLE
Accepts a balance between individual and group work
Shows patience with detailed or technical processes
Likes journaling and follow-through
Prefers explicit instructions
Wants to know the performance outcomes and expectations
May need help in prioritizing tasks if a long assignment; may take criticism personally
CONSCIENTIOUS STYLE
Prefers individual work over group interaction
Accepts more impersonal training, such as remote or on-line
Has high expectations of their own performance
Will structure their own activities only with explicit goals and outcomes established
Emphasizes details, deep thinking, and theoretical bases for the learning
May get overly bogged down in details, especially if the learning climate is pressured
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 44ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
A DEEPER LOOK AT THE FOUR DISCStyles™
Below is a chart to help you understand some of the characteristics of each of the Four Basic DISC Styles, so you can
interact with each style more effectively. Although behavioral style is only a partial description of personality, it is quite
useful in describing how a person behaves, and is perceived, in personal, social and work situations.
HIGH DOMINANT
STYLE
HIGH INFLUENCING
STYLE
HIGH STEADY
STYLE
HIGH CONSCIENTIOUS
STYLE
Tends to Act Assertive Persuasive Patient Contemplative
When in Conflict,
this Style
Demands Action Attacks Complies Avoids
NeedsControl Approval Routine Standards
Primary Drive Independence Interaction Stability Correctness
Preferred Tasks Challenging People related Scheduled Structured
Comfortable withBeing decisive Social friendliness Being part of a
team
Order and planning
Personal Strength Problem solver Encourager Supporter Organizer
Strength
Overextended
Preoccupation on
goals over people
Speaking without
thinking
Procrastination in
addressing change
Over analyzing
everything
Personal LimitationToo direct and
intense
Too disorganized and
nontraditional
Too indecisive and
indirect
Too detailed and
impersonal
Personal WantsControl,
Variety
Approval,
Less Structure
Routine,
Harmony
Standards,
Logic
Personal FearLosing Rejection Sudden Change Being Wrong
Blind Spots
Being held
accountable
Follow through on
commitments
Embracing need
for change
Struggle to make
decisions without
overanalyzing
Needs to Work onEmpathy,
Patience
Controlling emotions
Follow through
Being assertive
when pressured
Worrying less about
everything
Measuring Maturity
Giving up control Objectively handling
rejection
Standing up for
self when
confronted
Not being defensive
when criticized
Under Stress May
Become
Dictatorial
Critical
Sarcastic
Superficial
Submissive
Indecisive
Withdrawn
Headstrong
Measures Worth byImpact or results
Track record
Acknowledgments
Compliments
Compatibility
Contributions
Precision, Accuracy
Quality of results
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DISC Application Activities
Adaptability Practice
Spend some time with people at home and at work that you know and trust who are different styles than
you. Explore ways to communicate more effectively with them. Ask for support and feedback as you try new
ways to communicate. Remember- tell them this is a skill you are building so they aren’t surprised when you
are behaving differently and can provide helpful feedback!
Practice Identifying their style based on observable behavior
Practice Modifying your Directness and Openness in conversation with them
Practice Modifying your Pace and Priority
Ask for feedback on your effectiveness in communicating with them
Take some time to reflect on your experience and what worked or didn’t work for you and for them
Consider what you should repeat, and what you need to modify further to communicate as
effectively as possible.
As you begin feeling more comfortable with adaptability and the needs of each style, try it with others!
Adaptability Activity
Select a relationship in which things have not gone as smoothly as you would like. Make a commitment to
take the time to gain an understanding of the other person’s behavioral style and take a few steps to adapt
your behavior to improve the relationship.
Identify the behavioral style of the other person using the 2 Power Questions:
- Are they DIRECT or INDIRECT in their communication?
- Are they GUARDED or OPEN in their communication?
Brush up on their style and look at ways to adapt your Directness and Openness when working with
them.
To further understand the tension that may exist in the relationship, notice the difference in
preference in pace and priority and modify accordingly.
Practice approaching them in the way you think THEY want to be treated. Remember, it may feel
uncomfortable at first, but with practice and dedication to adapting, you will be amazed at the
difference.
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DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 46ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Tension Among the Styles Exercise
Even if you have the highest regard toward a person, tension can exist in a relationship where styles are different. If this
is behavior related, applying The Platinum Rule® - Treat others the way THEY want to be treated – may be helpful.
Complete this exercise to gain insights on how to improve tense relationships. If you feel comfortable, you may discuss
with the other person things you can do to ease the tension.
My Style:________________________________________
My Pace:________________________________________
My Priority:______________________________________
RELATIONSHIP 1
Name:________________________________________
Style:_________________________________________
Pace:_________________________________________
Priority:_______________________________________
Difference:_____________________________________
Strategy:______________________________________
_____________________________________________
_____________________________________________
RELATIONSHIP 2
Name:________________________________________
Style:_________________________________________
Pace:_________________________________________
Priority:_______________________________________
Difference:_____________________________________
Strategy:______________________________________
_____________________________________________
_____________________________________________
RELATIONSHIP
Name: John Doe
Style: High I
Pace: Faster-paced
Priority: People-oriented
Difference: Pace and Priority
Strategy: Be more personable, social, upbeat,
and faster-paced with John
Page 47
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Copyright © 1996-2018 A & A, Inc. All rights reserved. 47ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Create a DISC POWER TEAM
Wouldn’t it be amazing to have a DISC POWER TEAM where all members brought their best strengths to the
table, and each of our challenges could be supported by someone who was skilled in the areas we struggle?
Considering the strengths and workplace behaviors for each style, who would be an ideal DISC POWER TEAM
Member?
DOMINANT STYLE INFLUENCING
STYLE
STEADY
STYLE CONSCIENTIOUS STYLE
STRENGTHS
Administration
Leadership
Pioneering
Persuading
Motivating
Entertaining
Listening
Teamwork
Follow-through
Planning
Systemizing
Orchestration
WORKPLACE
BEHAVIORS
Efficient
Busy
Structured
Interacting
Busy
Personal
Friendly
Functional
Personal
Formal
Functional
Structured
TEAM MEMBER
For an upcoming project, consider how your DISC POWER TEAM could accomplish greatness!
Assign responsibilities based on strengths
Determine what opportunities or challenges exist or may come up
Give each Team Member the opportunity to showcase their skills and experience
Check in regularly and discuss as a team how it’s going
Provide feedback regarding roles, strengths, needs, and any additional support required
Page 48
DISC and MotivatorsREPORT FOR Susana Costa Grácio - Ds/S STYLE
Copyright © 1996-2018 A & A, Inc. All rights reserved. 48ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Guidelines to help you explore and apply what is in this report.
1. The scores in this report are a snapshot in time. These scores represent your preference-pathways
(desires, such as being in control or not) at the time you completed the survey. These are not lifelong
motivators from which you have no choice or power to influence. Your scores are not the end of your
learning they are the beginning of what you have learned.
2. There are no good or bad scores to have, but there are consequences. If you do not like the level of effort
you feel toward your goals, how you are behaving toward others or how others are behaving toward you,
you can influence them through intended behavior and emotions (See your DISC).
3. The key is to understand your motivational preferences so you can flex with the situation to encourage
progress.
What works
Decide what level of effort and intensity (energy) you want to use moving forward.
Pick one simple behavior such as how long you take to think through a problem or how you endeavor
to get what you need from someone.
Make it easier to do using your motivational orientation you have right now, rather than finding a
greater or a more difficult motivational element.
It is important for you to develop a practical understanding of your own motivational orientation so
you do not trick yourself into feeling you lack motivation. We are all motivated but we may lack the
“emotional energy” (your natural/concealed DISC graph) for the process of getting what we want.
What is proven not to work?
Not starting or giving up.
Getting more information. Information may help to change your attitude and intention but information
alone does not work well to change your behaviors. Advice is hard to give and receive. When you hear
advice, you may not be sure it will work for you. The way to get unstuck is not becoming extreme by
exaggerating your efforts or stopping them altogether. Try doing something small and then look at the
evidence.
Wanting to get better at something is easy. Sticking with small changes is a different story.
Avoid pursuing “ideal motivational activities or work.” Instead, improve your pursuit of vital
work/activities using your natural motivational orientation within this report.
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Copyright © 1996-2018 A & A, Inc. All rights reserved. 49ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Tiny step big results plan
You are only a few behaviors away from making progress.
Where do I currently excel at work and what motivators are in play already?
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
Which motivators don’t need any additional attention?
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
With which motivators am I currently struggling and need an extra boost?
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
Using my understanding of my motivational orientation, which types of additional motivations would work
best for me?
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
Using my understanding of my motivational orientation, which types of additional motivations would not
work for me right now?
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
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Copyright © 1996-2018 A & A, Inc. All rights reserved. 50ActionCOACH Portugal - Ken Gielen +351 217 217 460 www.actioncoach.com.pt
Now the next step is to reduce the harmful elements on our motivational pathways. Choose one harmful
influence on your motivational orientation (take in small steps) I will act on today. (Wash, rinse, and repeat).
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
Choose one positive influences on your motivational orientation (take in small steps) I will act on today.
(Wash, rinse and repeat).
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
My report uncovered the following orientations that I need to build defenses for to better reduce harmful
effects on my motivation. List up to three (3).
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
I have learned that we all are motivated to get better but we get stuck with the process we must go through
to move toward what we want. How can I make the process of making progress smaller and simpler? List up
to three (3).
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
When I take the above steps, I will remind myself the difference between moving ahead and stopping is very
small. (Write this previous sentence on a post it notes and place it by the door of your office, bedroom or
bathroom so you can physically “tap” it to solidify it in your mind).
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
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So Now What?
This report is filled with information about your behavioral and motivational style and the styles
that you will encounter in others. There are many suggestions in the application section of this
report for you to apply this information. Take the next step and DO the exercises. Don’t put this
report on a shelf or in a file. Knowing your own style is just the beginning— you must be able to
apply this information to improve all of your relationships.
Continually use this report as a reference tool. It contains a lot of information and was never meant
to be digested in a single reading. Experiment with making a few changes in your behavior and
examine the results. You might be surprised!
Remember The Platinum Rule® - “Treat others the way THEY want to be treated.”